Head of The Program Management Office (PMO)
Qatar Museums Authority
Total years of experience :17 years, 2 Months
DEVELOPMENT OF PMO & ENTERPRISE DASHBOARD
- Led the development and implementation of the Program Management Office (PMO). Developed the tools, methodologies, tracking mechanisms and operational guidelines for project management & tracking within the organization.
- Tracked and with a core team managed the Transformative Change Program. Designed Strategic Roadmaps aligning work streams for five core departments, assessing progress of organizational change, bridging operational boundaries, and highlighting gaps in delivery, charting milestones, and managing stakeholder responsibilities. Authored reviews on program progress and coordination as well as strategies to plan for legislative change impacts and organizational governance implementation.
- Developed and implemented a mobile ready, SAAS, cloud based enterprise dashboard with KPIs, LPIs, and LRIs and other operational metrics that monitored a vast array of operational data. The system is widely used across the organization and has become the go to source for operational data and key repository of operational information.
CORPORATE STRATEGIC PLAN, FINANCIAL & SOCIOECONOMIC MODEL DEVELOPMENT:
- Core member of team that developed the organizations two decade strategy which included the development of various financial models pertaining to the organizations construction portfolio. The financial model incorporated CAPEX, OPEX, Revenues, Employee-headcount, Museums Admissions, Direct, Indirect Economic Impact and Socio-economic impact of the investment and spend in the arts and cultural sector. Part of the team that authored white papers identifying and operationalizing strategic changes within QMA, after change in legal status of the organization.
ORGANIZATIONAL TRANSFORMATION
- Core member of team that was tasked with transforming the organizational operating model, functional statements and positional structures. Was tasked with building a framework for service-level agreements (SLA), three year manpower plans and a model for devolution of operations and services from the corporate center to five museums.
- A cornerstone of the organizational transformation project was the enactment of legislation that would exempt the organization from governmental HR, Finance, Procurement and Legal restrictions. The organizational model was built upon transforming the organization from a governmental entity to a cultural institution operating as “A Private Entity for Public Utility”
- In order to enact the required legislation conferred with the highest members of the leadership of The State and other holders of public office to persuade them to support legislation favorable to organization’s interests. Conferred with legislators and officials to emphasize highlighted weaknesses of specific regulations to influence passage, and amendment or introduction of legislation more favorable to organizational operations.
Assigned to track and manage the implementation of a new corporate strategy which was developed in conjunction with the Boston Consulting Group (BCG). Major emphasis was given to a set of 32 corporate development initiatives designed to streamline operational efficiencies and to develop and build the organization to become a global leader in the arts and heritage sector.
- Defined and initiated projects, and assigned Project Managers to manage cost, schedule, and performance of component projects, while working to ensure the ultimate success and acceptance of the program.
- Maintained continuous alignment of program scope with strategic business objectives, and made recommendations to modify the program to enhance effectiveness toward the business result or strategic intent.
- Coached, mentored and lead personnel within a technical team environment.
- Presented periodic Dashboard reports on the current program, future opportunities and client issues.
AD-HOC ADVISORY:
- Policy Development.
- Financial Analysis (Budgeting, Modeling & Forecasting) for various major projects.
- Developed Financial Dashboard in Excel for reporting and analysis of retail sales and various other revenue streams.
- Coordination and development of cyclical reporting of various KPIs developed following the Balanced Scorecard method.
- Development of financial models to forecast operational expenses for next 10 years.
- Developed the budget capture mechanism and provided leadership and guidance in the process.
- Financial analysis, and development of the structure of the financial endowment scheme of the organization
- Financial analysis for various new initiatives to be implemented relating to the Commercial ventures and the Enterprises Division.
- Assisted and trained various departments on the implementation of Balanced Scorecard methods.
- Financial analysis, and development of the structure of the financial endowment scheme of the organization in conjunction with Goldman Sachs, the approximate total value is US$150 Million.
Member of consulting team that advises and coaches clients on global business strategies, cross-cultural and multicultural skill training emphasizing problem solving, decision making, communicating, selling, negotiating, coaching, appraising, and leading in global contexts.
Corporate clients are primarily Japanese manufacturing firms with global presence or in early stages of international sales and expansion. I had been assigned major clients which included:
Murata Manufacturing. -Murata Manufacturing is a leading company primarily involved in the manufacturing of ceramic passive electronic components, primarily capacitors, ceramic filters, high frequency parts, and sensors. Murata Manufacturing has 23 subsidiaries in Japan and 31 overseas. (Net Sales US$ 6.5 Billion)
Santen Pharmaceutical. -Santen specializes in original ophthalmic and anti-rheumatic pharmaceuticals and pharmaceuticals for all types of ophthalmic disorders. With marketing and development bases in Japan, the United States and Europe. (Net Sales: US$ 1.4 Billion)
- Worked directly with senior management and key stakeholders, including COO and CFO, to assist and advise the Business Development Unit for the client's penetration into Asian markets, with emphasis on aggressive expansion into China.
- Oversaw development of three multi-year growth scenarios, meeting with senior management to establish objectives, build models based on variables, and execute plans based on consensus among key management and division heads.
Create financial models and perform due diligence to ensure comprehensive analysis of potential acquisitions.
Managed both day-to-day and long-term strategic objectives, including communicating research, discussing market news, and examining stock performance. Provided management with trading ideas, commentary, and expert analysis of market conditions by gathering key data, analyzing trends, creating reports, and offer-ing comprehensive evaluations to meet management's objectives.
• Specific focus was given to Index Related Securities, Commodities and Energies
• Technical analysis was based on combination of trend, wave and retracement methods to forecast and analyze potential market moves.
• Utilized comprehensive knowledge of micro and macroeconomic factors to evaluate risk.
• Designed hedging strategies for concentrated positions and overall market exposure.
Lead development of a distributed real-time Contract For Difference (CFD) platform. The main objective was to engineer a very low latency (microseconds) event-driven market data processing, strategy, and order submission engine. The system was obtaining multicast market data from Nasdaq, Arca/NYSE, CME and others worldwide, additionally it was running trading algorithms with low latency requirements responsive to changes in market conditions.
• Developed management tools to measure and analyze financial and operational information (e.g. financial ratios, key performance Indicators, sales forecasting platform, integrated budget model, pric-ing, and management reports)
• Developed and managed complex excel-based financial models. Performed scenario analysis to align operational and financial resources with platform objectives.
• Possess strong verbal and written communication skills. Trusted to successfully capture, maintain, and retain critical relationships with wide range of counter-parties in relation to the platform development.
Regional Director for Kansai Region (Western Japan). Maintained critical relationships with prospective and existing clients to assess financial needs which included identifying and recommending the appropriate in-vestment services to clients. Ensured compliance with company and regulatory requirements and guide-lines. Communicated complex information to clients to make them aware of their options and help them assess the relative merits of different plans. Acted as the steward of the client's assets. Achieved client satisfaction and loyalty through excellent service.
• Conducted in-depth reviews of clients' financial circumstances and future goals.
• Assisted clients in making informed decisions.
• Negotiated with product suppliers for the best possible rates.
• Reviewed accounts on a regular basis to ensure compliance with internal and external policies, guidelines, rules, and regulations.
• Created, implemented, and continually reviewed a plan that includes strategies designed to help cli-ents pursue their long-term goals.
• Devised and executed business development strategies to attract and acquire new clients.
Led the developed and implementation of annual marketing plans that resulted in consistent sales increases, in a flat growth market sector. During this time, marketing played a key role in achieving sales growth that consistently out-performed previous years. This growth resulted in the division becoming profitable in 2007, for the first time in many years Drove the development and implementation of media strategies that resulted in improved efficiency and accelerated sales growth and profitability. One such strategy drove incremental, SME Service sales growth of six percent in markets representing nearly 50% of system-wise sales.
• Increased division participation in national and local marketing initiatives,
• Developed and implemented consumer research designed to improve results of our sales promotions.
• Assisted IT Dept. with training of clients and development of new programs
• Designed and implemented client database in MS Access.
• Advised various SME on Finance, Marketing, IT and other general issues as part of my duties as a Business Advisor.